Our discovery work revealed a number of potentially competing leadership frameworks. These had been derived from across the bank, within specific functional areas as well as from critical situations the participants were expected to perform at exceptional levels. Out of these we derived 6 critical transitions to stimulate the creation of a common language of successful leadership. Once the client had signed this off we developed a participant experience by collaborating with other suppliers – it was the clients preference to have a multi-supplier programme, with strong partnerships developed through experiencing each other’s workshops to facilitate design of interventions including workshops, webinars and peer coaching sessions. Together the sessions provided the skills and knowledge, whilst the peer coaching sessions enabled practicing and embedding of these skills into participants’ work contexts. Key to the success of the programme was the use of a psychometric instrument at the start to help participants create their own personal roadmap for change – where they captured their own reflections on their strengths and opportunities for improvement against the critical transitions.